POSITIVE ORGANIZATIONAL CHANGE 2 Slep'l'wu 3 SlepIhree A Step Four 5 Step Five 6 Build on 7 a snapgm Form a Powerful Coalition Create a Vision for Change Communicate the Vision Remove Obstacles Create Short Term Wins Anchor the Changes in Corporate in Corporate Culture II5 C 1 5 1II5 1II5 5 Build a powerful coalition. The management has requested assistance from senior team members advised by established change officers in each region. This steering committee is expected to contribute to the introduction of the new II'DIDCDlS Creating a Change Vision. Considering that the effect of CovidlQ will not quickly vanish, management has introduced a strategy to tackle this problem by developing a new work environment document that will apply before the vaccine or herd immrmity has been created The team will communicate with leaders of management and organization change agents, so everyone understands the procedures being applied. Everyday leaders will discuss procedures and gather any questions at staff meetings no make sure the workbook and implementation plans are introduced. Remove barriers. Any difficulty that has been discovered in accordance with the new working book protocol is discovered and a solution is sought for this after consulting the changes and according to the rind nles of the workbook. Building short term winning processes. So far, only 20% of the restaurants have been reopened by Starbucks to verify the efficacy and effective of the new policy. when the protocols were successful, it was launched in other restaurants. Built on transition. When the protocols worked, Starbucks introduced them in all of the other nearby restaurants Organizational Culture shifts anchor. Such reforms had a major effect on workers daily lives and they became acquainted with the new policies. Through the atmosphere of the organization, the management seeks In inscribe it. Reference